Digital Transformation- Leveraging Digital Drivers to Pave the Way for Continuous and Business Transformation
In today’s business scenario, organizations that don’t adopt a mobile-first strategy and deliver exceptional user experiences tend to perish. Gartner predicts that IT capacity would need to rise 5 times in the next 24 months to keep pace with demand for mobile app development services.
Digital Transformation has never been about following a concept or blindly imitating competition. It’s about adopting technologies that will work together to grow one’s business. However, to steer an organization towards success, it is important to identify and adopt new technologies.
While digitization today is focussed on automating business processes to drive customer satisfaction and operational efficiencies; in true essence it goes well beyond this. While the change is evident, there still remains a lack of unified system that integrates mobility, cloud service, IoT technologies and more.
The intersection of these technologies will sustain a stable business model for a digital future.
For end-to-end digitization, enterprises would need to:
- Visualize the digital model in line with organizational goals
- Personalize the model to build digital intensity across the business and customer landscape
- Actualize digital model utilization and benefits for all stakeholders
Businesses today are hoping to create new business models to build dexterity bringing in better cost efficiencies, versatility and operational adaptability. They have gone beyond the first generation of Cloud Transformation to improved collaboration and taking intelligence to the Cloud elastically.
In today’s business scenario, organizations that don’t adopt a mobile-first strategy and deliver exceptional user experiences tend to perish. Gartner predicts that IT capacity would need to rise 5 times in the next 24 months to keep pace with demand for mobile app development services. Decision-making would be easier given that half of all team coordination and communication would happen by way of mobile group collaboration apps by 2018.
Some of the strategic focus areas for organizations to personalize their Mobile re-architecture:
- Mobile App Development Services
- Social Media Integration
- IoT Integration Services
Internet of Things (IoT) projects involving an explosion of devices, complex event processing, APIs and project implementers often overestimate the built-in integration of IoT platforms without due consideration to the complexities involved. According to Gartner, half of the cost of implementing IoT solutions will be spent on various integrations through 2018. There are a number of use cases, be it in predictive maintenance, telemedicine, smart appliances, connected vehicles that pose diverse integration challenges to three basic elements: device, application/process and data.
Analytics is at the heart of this framework - The Force that drives every other in preserving the Nexus. Personalizing our overall architecture to sustain digital transformation would thus entail embedding analytics into all the business processes and social collaboration; in the figure, enabling Social, Mobile to feed into Analytics for a modern collaborative decision-making platform that can be hosted in the Cloud. The Law of Accelerating Returns is backed by the promise of pervasive Big Data to create disruption for real-time business insights and to develop new products and services.
This Framework aims to individualize the customer experience through personas rather than just demographics to the extent that it can be a sustainable differentiator. Capturing customer value is an ongoing journey of exploiting all value chains in dynamic ecosystems to make it count for both customers and enterprises:
- For customers, nurturing relationships of purpose and personal value to sustain loyalty
- For enterprises, building superior products/services for higher revenues and profitability
It’s an endeavour to bridge the Digital Divide and touch every stakeholder’s life!
Disclaimer: The views expressed in the article above are those of the authors' and do not necessarily represent or reflect the views of this publishing house
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